PDF Download The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever

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The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever

PDF Download The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever

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Audible Audiobook

Listening Length: 3 hours and 10 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: Post Hypnotic Press inc.

Audible.com Release Date: June 20, 2016

Language: English, English

ASIN: B01HH7IORO

Amazon Best Sellers Rank:

Oh, my.MEMO TO EVERY PERSON I’VE PRETENDED TO COACH OR MENTOR: I’m so, so sorry! Honest!Here’s why. This month I was a learner in a seminar with CEOs and board chairs. The highly energetic, wise and witty facilitator was Michael Bungay Stanier, the author of the hot-off-the-press book, “The Coaching Habit.”At a coffee break, halfway through the three-hour, how-to-coach practicum, I told Stanier that—already—the seminar was on my Top-10 list of best workshops ever attended (and I’ve attended my fair share). Here’s why I gave it a 10:Three memorable points on coaching:--BE LAZY: Stop working so hard.--BE CURIOUS: Stop giving so much advice.--BE OFTEN: Stop waiting to coach.And how’s this for role reversal? I’m usually reading snippets from books to my wife. She picked this up first and is still reading—and reminding me—on what effective coaching looks like, especially the “stop giving so much advice” poke-in-the-ribs. Ouch.Stanier notes that “Harland Howard said every great country song has three chords and the truth. This book gives you seven questions and the tools to make them an everyday way to work less hard and have more impact.” The seven essential questions:--The Kickstart Question--The AWE Question--The Focus Question--The Foundation Question--The Lazy Question--The Strategic Question--The Learning QuestionStanier says the best coaching question in the world is the AWE question: “And What Else?”In a four-minute drill with another board chair, I was instructed to ask four questions displayed on the seminar room screen. Stanier says “the first answer someone gives you is almost never the only answer, and it’s rarely the best answer,” so the AWE question is the perfect follow-up.--Q1: What’s the real challenge here for you?--Q2: And what else?--Q3: And what else?--Q4: So what’s the real challenge here for you?In just four minutes—it was almost magical. I stuck to the bargain (whew—very hard) and just asked questions of my board chair partner. He responded to each question—and increasingly, in response to “And what else?” he dug deeper and deeper and—BINGO!—answered his own question and solved his own challenge.Where was this book when I was pretending to coach team members, clients, my son, my grandkids, and many, many others? Yikes!I’ve underlined gems on almost every page:--Although coaching is listed as one of the six essential leadership styles in Daniel Goleman’s article, “Leadership That Gets Results” (a Harvard Business Review classic), “it was the least-used leadership style.”--“You can build a coaching habit” and “You can coach someone in ten minutes or less. And in today’s busy world, you have to be able to coach in ten minutes or less.”--“Coaching should be a daily, informal act, not an occasional, formal ‘It’s Coaching Time!’ event.”Stanier’s humor sneaks up on you! As you embark on what he calls the “coaching habit,” he suggests you start somewhere easy:“If you’re going to manage someone differently, pick someone who might be up for it and is willing to cut you some slack. Or pick someone with whom it’s all going so badly that you’ve got nothing left to lose.”ANOTHER AHA! The author says there’s a huge difference between coaching for performance—and coaching for development. “Call them forward to learn, improve and grow, rather than to just get something sorted out.”A gargantuan fan of questions—versus answers—he quotes Nancy Willard: “Answers are closed rooms; and questions are open doors that invite us in.”“CUT THE INTRO AND ASK THE QUESTION” is another shot over the bow. He notes, “No James Bond movie starts off slowly. Pow! Within 10 seconds you’re into the action, the adrenaline has jacked and the heart is beating faster”—so “cut the preliminary flim-flam” in your coaching process. In 72-point font on page 52, Stanier shouts: “If you know what question to ask,get to the point and ask it.”TAME THE ADVICE MONSTER! “We’ve all got a deeply ingrained habit of slipping into the advice-giver/expert/answer-it/solve-it/fix-it mode.” (One study revealed that doctors interrupt patients with advice within 18 seconds. Ditto, perhaps, the rest of us.)Slow down and take a breath, says Stanier. “Even though we don’t really know what the issue is, we’re quite sure we’ve got the answer they need.”VP OF BOTTLENECKING. If your employee name badge should read “VP of Bottlenecking,” you must read this book. These seven essential coaching questions will help you coach others, and as Stanier perceptively writes, “Focus on the real problem, not the first problem.”There are dozens and dozens of more gems in this fresh, easy-to-read format (plus almost 50 full-page quotations—all PowerPoint-worthy). I just ordered eight books for colleagues who are coaching boards and CEOs this year.

I am a board certified executive coach in the healthcare industry. For some time now I have been searching for a way to provide my doctors with coaching skills they can use within their clinical practices. Creating coaching cultures within organizations is currently a very hot topic in the coaching world, so when I became aware of Michael Stanier's book I immediately downloaded it to my kindle. I found his book to be remarkable because of its simplicity and powerful message. After struggling trying to decide how to impart all of a coaches knowledge and skill to my clients, Michael's book provided the realization that most clients do not need to be full fledged coaches to transform their existing practice culture to a coaching culture. Michael's book provides basic, yet simple, techniques that anyone can use to begin coaching their people.The most powerful message found in this book is that we must move away from being "problem solvers", and concentrate our efforts onbecoming "people developers". By doing so we challenge our people to become the best they can be, and in the process we become much better leaders.

I train coaches, especially the ones that like to give advice because it's easier. For a lot of reasons. As a result, I got a kick out of the haiku on page 59"Talk less and ask moreYour advice is not as goodAs you think it is"This really takes what, for many is a complex and intimidating process and simplifies it. I got the book on Saturday, and had it read before I went to bed. It's not short...it's just that good.Too many managers have been "trained" by imitating what their manager did and they replicate behaviors that really do not improve the development of their teams. But it gives them the sense of being in charge or control. Or the example I like to use is, "do you want to be a firefighter or a rainmaker?" Would you prefer to employ fire prevention, or always be putting out the fires after they have started?I'd recommend this to managers and to leaders looking for ideas on how to explain this coaching thing.

I read a lot, like 5 books a week, and I can't say enough about this book.First off when you pick up this book, it just feels light and beautiful.The way it's presented is just plain amazing and simple. The words and writing isn't clutter or "filled" up. You get actionable steps to put into practice for yourself and clients. Not many coaching books or books in general really get to the point. He doesn't talk about meaningless things that bore you.Michael knows exactly what he's talking about and demonstrates it beautifully with the way he describes the process of the coaching questions to use. Whether you're new or a vet to coaching, hell even if you don't coach, this book is more than just a book.Imagine a $3,000 3 day workshop packed into a home course that you can take anywhere. This is it!

One of the best books I have ever read--The author provides a nice and simple guide so that we can become better managers for those of us working through other people. I can definitively see myself in many of the examples about the things we do and don't do--I love the seven questions and his way about explaining each of them...as well as the ability to make our own notes.I sure have many habits I need to replace, with better ones.Strongly recommend it to anyone trying to become a better manager, a better teacher--or a better person.

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The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever PDF